Boston Police 2002 Annual Report MISSION STATEMENT

We dedicate ourselves to work in partnership with the community, to fight crime, reduce fear and improve the quality of life in our neighborhoods. Our mission is neighborhood policing.

THE VALUES OF THE POLICE DEPARTMENT

I. Guarantee the Constitutional Rights of All Citizens II. Maintain the Highest Standards of Honesty and Integrity III. Promote Professionalism of the Boston Police Department IV. Enhance the Working Relationship between the Department and the Neighborhoods V. Improve the Quality of Life in our Neighborhoods CONTENTS

Produced by The Office of the Police Commissioner Bruce Blake, Editor Sgt. Det. Brendan D. Flynn, Project Manager At a Glance 1 Editorial Staff Message from the Mayor 2 Bruce Blake Message from the Police Commissioner 3 Sgt. Det. Brendan D. Flynn Office of the Police Commissioner 4 Donald McGough Bureau of Administrative Services 6 Robert G. Neville Bureau of Investigative Services 8 Gregory Mahoney Bureau of Professional Development 10 Bureau of Internal Investigations 12 Cover Design & Photo Part One Crime Statistics 16 Gregory Mahoney Bureau of Field Services 18 Graphic Design Area A - District 1 20 Robert G. Neville Area A - District 7 22 Gregory Mahoney Area B - District 2 24 Elizabeth Clairwood Area B - District 3 26 Marc Vaillancourt Area C - District 6 28 Lisa Perry Area C - District 11 30 Christopher Croke Area D - District 4 32 Area D - District 14 34 Photography Area E - District 5 36 Gregory Mahoney Area E - District 13 38 Elizabeth Clairwood Marc Vaillancourt Area E - District 18 40 Lisa Perry Operations Division 42 Richard Neville Bureau of Special Operations 44 Identification Unit The Boston Strategy II 46 City Hall Photography Special Events 48 Democratic National Convention 49 Statistical Data Harbor Patrol 50 Office of Research & Evaluation Sailing Project 51 Carl A. Walter - Director Profiling Issues 52 Special Thanks to English as a Second Language 53 Detective Mary McInness Crime Laboratory 54 Clara Ruggiero Domestic Violence Unit 55 Edward P. Callahan Awards 56 James Jordan Boston Police Department Retirees 59 Lt. Det. Francis T. Miller In Memorium 60 Supt. Ann Marie Doherty Directory 61 Supt. Thomas A. Dowd Boston Police Department Organization 62 Mary Jo Harris Taylor Small State Police Marilyn Sferrazza AT A GLANCE

City of Boston Founded 1630 Government Mayor/City Council City Budget $1.8 billion Area 48.9 Sq. Miles Open Space 19.27 percent Altitude (in feet above sea level) 28 Average Annual Temperature 50.6 F. Rainfall (in inches) 45.89 Resident Population 589,141 Daytime Population 2 Million Median Income $52,792 Police Officer/Population Ratio 1 per 276 Residents Public Safety Spending per Capita $661.06 Population Density 12,166 Registered Voters 263,026 Average Median Selling Price for Homes $289,000 Residential Property Tax per 1K $11.29 Commercial Property Tax per 1K $30.33 Boston Police Department Paved Streets (miles) 784 Organized 1854 Sidewalks (miles) 1,500 Sworn Officers 2,138 Parks & Recreation Facilities 541 Civilian Personnel 819 Private/Parochial School Population 20,600 Budget $220 Million Public School Population 62,400 Median Age 44 Per-Pupil Spending $10,026 Mean Years of Service 19 Public Schools 131 Facilities 25 Charter Schools 14 Patrol Vehicles 744 Non-Public Schools 72 Specialty/Support Vehicles 89 Pilot Schools 13 Motorcycles 69 Colleges & Universities 41 Water Craft 6 Hospitals 21 Horses/Ponies 14 Major Newspapers 2 Canines 14 Television Outlets 8 E-911 Calls 623,930 MBTA Travelers 1.2 Million Boardings Daily Call Screening (Non-Emergency) 20,274 Languages Spoken in Boston Homes 140 Total Calls Recorded 644,204 Ethnicity in Boston More than 100 Types Wireless 911 Calls 87,025 Calls in Foreign Languages 58 Special Events Policed 425

1 Dear Fellow Bostonians:

We have made great strides in Boston over the last year, and we As Boston continues to grow and flourish, you and continue to strengthen the city's reputation as one of the best places your neighbors are still our strongest partners in to live, work and conduct business. Much of this progress stems our efforts to reduce crime in each of your from the steady and measurable gains made by the Boston Police neighborhoods. We all have an important role to Department. As you look through this report, you will notice that play in making Boston's streets safer. I look to violent crime in Boston is at its lowest in three decades. We thank you, the people of Boston, to maintain your our police officers for their unwavering commitment to protecting the cooperation and collaboration with each other and quality of life in our neighborhoods. with the Police Department, to make Boston the safest city in America. There is no doubt that the Boston Police Department is among the finest in the nation and shines as a beacon for police departments Let us always remember that Boston is America's across America. As host of the Regional Community Policing birthplace. The seeds of democracy and freedom Institute, Boston also shares its successful community policing were planted and cultivated here. I salute strategies with other police forces throughout . Commissioner Evans and the Boston Police Department for their daily professionalism and Now we face the difficult challenges of the national recession, and courage as they carry on these ideals on behalf of we must do more with less. I am determined to do everything us all. possible to protect our city services and build on the foundation of past improvements. Despite these budget realities, however, we have much to anticipate in the coming years. Our great past paved Sincerely, the way for an even better future. The Big Dig is nearing completion, several major development projects are underway, and we will open three new schools this year. We rely heavily upon the Police Department for the implementation and execution of public safety measures to serve as the backbone of these endeavors. Thomas M. Menino

2 Dear Neighbor: These successes have not come easily for our Department or our city As Bostonians, we can all take pride in the fact as a whole. We have all been deeply affected by the changed that despite difficult times, our City remains a very realities of our post-9/11 world. As our Department's safe place to live, work, and visit. Our responsibilities have grown, our numbers have diminished, but our neighborhoods remain vital, vibrant, and diverse resolve, professionalism, and commitment have not. Department places to do business, go to school, or raise a personnel continue to provide Bostonians with the very best in public family. This is due in large part to the strength of safety services. Through their daily use of superior training, our police-community partnerships, and the spirit techniques, and equipment, their diligent efforts are emblematic of of cooperation they help to promote through- our Department's "First In the Nation" status, and a source of pride out Boston. for grateful Bostonians.

In recent years we had begun to see increases in Certainly there is still much more for us to do-both as a Department crime for the first time in a decade. These modest and as a community. New challenges will require new ways of doing increases seemed to underline the fact that business, but our core mission remains the same. As a Department changing times had brought with them a new set we pledge to continue working with you to fight crime, reduce fear, of challenges. Our crime rates had fallen so far and improve the quality of life in our neighborhoods. Our joint for so long, that some people wondered if we had efforts have been successful thus far, and with your continued reached the bottom point in a cycle, or if crime support and participation, we look forward to doing everything we might already be starting to creep back up, despite can to make Boston the safest city it can be. our best efforts.

I am pleased to tell you that this is not what has Sincerely, happened. As you'll see in this report, during 2002, Boston's crime statistics again returned to their encouraging downward trends. We saw decreases not only within specific major categories, such as shootings and homicides, but Paul F. Evans also in Part I Crime taken as a whole. Even more Police Commissioner encouraging, our rate of violent crime in Boston dropped to a level not seen here in over three decades.

3 Superintendent-in-Chief James M. Hussey OFFICE OF THE POLICE COMMISSIONER

The Office of the Police Commissioner includes: • Community Disorders Unit • Graphic Arts Unit • Office of Administrative Hearings • A comprehensive personnel-utilization study was • Office of Communication conducted that will guide the Department's • Office of Family Assistance ongoing re-organization efforts in the • Office of Labor Relations months and years to come. As part of this • Office of the Legal Advisor process, a consulting firm with a background in • Office of Media Relations public administration was engaged to perform an • Office of Research and Evaluation audit of every position in the entire Department. From this data, recommendations were provided • Office of Strategic Planning and Resource Development to Commissioner Evans on how the Department could gain additional street-level patrol staff by eliminating redundancies and consolidating administrative positions.

As Boston's public safety needs have grown increasingly complex, • The fourth-annual series of BPD Violence the Office of the Police Commissioner (OPC) has continued to lead Prevention Grants awarded $500,000 to over 45 and support the efforts of BPD personnel citywide. OPC's strong community-based partner organizations. These research, policy development, planning, and community and organizations share common goals with the employee relations capabilities help to guide the Department's Department, which they are asked to articulate via overall provision of core policing services. They also shape the a rigorous screening process. Those selected then organization's ability to successfully adapt to changing circumstances use their awards to fund a diverse set of in preparation for the many new challenges that lie ahead. Though neighborhood-based crime prevention programs their functions are quite diverse, OPC staff members all work throughout the community. together toward the Department's overall mission of working in partnership with the community to fight crime, reduce fear, and • OPC's Office of Family Assistance continued to improve the quality of life in Boston's neighborhoods. provide support to the spouses, parents, children and other family members of active and retired To do this, OPC staff members work directly with other Department BPD personnel who are injured, disabled, or employees, with a variety of state, local, and federal agencies, and demised. It also acts as the Commissioner's with a broad spectrum of community members and civic leaders. liaison to groups such as the Boston Retired Police Strong police-community partnerships play an important role in Officers Association, and Mass. Chapter, Concerns creating successful crime-prevention and problem-solving strategies, of Police Survivors. so maintaining close ties with numerous individuals, agencies, and organizations is essential. In several key areas, these collaborative • The Office of Strategic Planning and Resource efforts are being used to build upon the Department's recent Development helped the Department to secure and successes, while also clearing a path for new initiatives. During the manage an additional $25 million in new and year 2002 some of these innovative efforts included: continuing program grants from federal, state, and private donors, including a $2.8 million Port Security Grant, and a million dollar Department of Justice grant to create a new Boston Juvenile 4 Re-entry Initiative. • OPC's Security Unit hosted and provided ongoing Gang Assessment Initiative, Unsolved Shooting Project, dignitary protection for a number of high ranking Personnel Analysis Meetings, and Operation Safe City emergency visiting and local officials including: Mayors, response reports, as well as over 500 citizen requests for localized Members of Congress, a number of visiting Police crime analysis information. Chiefs/Commissioners, and delegations from Israel, Singapore, Pakistan, New Zealand, and • Community Disorders Unit personnel investigated a total of 331 Brazil among others. Numerous advance planning bias-motivated cases in 2002, down from 402 in 2001, a 16 and security considerations for city officials percent decrease. were accomplished. • Using new technologies, Graphic Arts personnel and the Medical • OPC's Office of Research and Evaluation briefed Examiner's Office worked together to develop composite facial the Attorney's Office and other reconstructions in cases involving unidentified skeletal remains. Anti-Terrorism Task Force members on BPD's With $20,000 of seed funding from the Bureau of Investigative consequence management and plume modeling Services for specialized computer equipment, and assistance from technologies used in the assessment of potential Boston's Museum of Science and Beth Israel Deaconess Medical terrorist threats. ORE also trained numerous Center, they successfully developed innovative new methodologies Department employees, including members of that may eventually be utilized by law enforcement and forensic Special Operations, HazMat and the Explosive personnel across the country. Additionally, they support the Ordnance Unit, on the use of its Consequence multi-media requirements of the entire Department and some Assessment Tool Set Mapping and Management city agencies. application. • The Office of Media Relations fielded thousands of inquiries in • The Office of Research & Evaluation provided 2002, both from media outlets all over the world, as well as local detailed crime briefings for the Commissioner and citizens. These included phone, email, and written requests for command staff at regularly scheduled Crime statistics, Freedom of Information Act documents, and other BPD- Analysis Meetings. It also provided research and related information. Media Relations also hosted numerous press other technical support for the Department's conferences, generated 225 press releases, and hosted 40 "Call the Cops" television shows on the Boston Neighborhood Network.

5 Bureau Chief William J. Good, III BUREAU OF ADMINISTRATIVE SERVICES

The Bureau of Administrative Services includes: • Central Supply Division • Evidence Management Division • Facilities Management Division • Finance Division The Finance Division has made notable improvements to facilitate better use of the • Fleet Management Division Department's financial resources during recent • Human Resources Division years. During 2002, the Department began • Information Technology Division modifying much of its internal business-process • Licensing Division technology, specifically the PeopleSoft Financial and Payroll System. These comprehensive changes now enable Finance personnel to provide real-time reports to the Department's senior leadership on a range of fiscal issues. Additionally, the Finance Division is also working to assist in the conversion of the current financial system to a web-based version, scheduled for implementation in 2003. This improvement will enhance the overall availability of financial The Department's Bureau of Administrative Services (BAS) provides information, and will also provide improved the essential support services which BPD personnel depend on to do management access to an online database used their jobs throughout Boston each day. The Bureau is responsible for tracking both Operating and Grant-based for a range of planning, human resources, finance, licensing, and budgetary funds. information technology functions. They manage the physical plant and equipment including fleet vehicles, supplies, property, evidence In addition to its responsibility for the and building maintenance and repair. There is a strong focus on maintenance of BPD's 194,000 sq. ft. Headquarters customer service, covering both internal units and employees and at One Schroeder Plaza, Facilities' personnel the general public. continued to care for 11 neighborhood police Stations, as well as thirteen additional specialized During 2002, the BAS Finance Division continued to support the unit locations. Even with all of these Department's overall mission through its supervision of the responsibilities, Facilities' personnel found time to Department's fiscal resources. Finance Division personnel are engage in several new initiatives. responsible for ensuring, via diverse internal controls and a prescribed reporting structure, that the Department operates in compliance with the budget approved for it each year by Boston's elected City Council. In 2002, this important function included oversight of an Operating Budget of $220 million, External Funds of $10 million, and $30 million in Paid Police Detail funds.

6 Major renovations and other improvements at several of the Along with supplying emergency equipment the Central Supply Department's heavily used neighborhood stations figured prominently Division has been continuing its body armor replacement program. among these new projects. Such construction projects would require This program's main goal is to keep the officers on the street professional supervisory capabilities if conducted anywhere, but protected by replacing their bulletproof vests every five years. required even more planning and close attention to detail given the 24/7 nature of the policing activities conducted at these facilities. The Central Supply Division not only keeps officers equipped but also In District E-5 (), the improvements include a newly maintains and manages all department records and archives, upgraded HVAC system, a completely renovated cell-block area, an processes lost and found property, and conducts auctions to dispose addition that will house new office and locker space, and an on-site of surplus department and unclaimed vehicles and found property. fitness center. Improvements in District C-11 (Dorchester) included a renovated HVAC system, along with improvements to detectives' In keeping with the spirit of "Community Policing," the Central Supply and other office spaces. In , Facilities worked with local Division donates bicycles to the "Bikes not Bombs" program. This personnel on an exterior beautification project which included the program gives young people ages 12 to 18 the opportunity to earn planting of flowers and trees outside the District A-7 station. the donated bicycles by repairing them. Instructors, ages 16 to 18, teach safety and mechanics while the youths earn wages and gain The Central Supply Division, while always an essential service vocational skills. provided to the Department, was called into action post 9-11. The Department was faced with providing officers with "new tools of the trade". The Central Supply Division was commissioned to provide emergency equipment, i.e. gas masks, nitrile gloves, surgical masks, etc., for sworn personnel to prepare for responses to critical incidents.

7 Superintendent John F. Gallagher, Jr. BUREAU OF INVESTIGATIVE SERVICES vital personal information. Major Case Unit investigators caught and arrested 2 individuals for this scheme and seized their illegal computer The Bureau of Investigative Services includes: equipment as evidence. • Drug Control Division

• Forensic Technology Division The Ballistics Unit achieved notable success during • Homicide Unit 2002 through their efforts to identify weapons and • Investigative Planning Division other ballistics evidence used in multiple • Major Investigations Division shootings. Teaming up with the Office of Research and Evaluation, Ballistics Unit personnel analyzed evidence submitted through the National Integrated Ballistic Identification Network, or NIBIN, to identify trends and patterns. This The Bureau of Investigative Services (BIS) highly trained staff is information assisted investigators in solving called upon daily to deal with a wide variety of cases requiring their numerous related homicide and aggravated diligence and expertise. During 2002, bank robberies remained a assault cases. Ballistics also improved their high priority, even though many of them were committed by suspects evidence-tracking and data-sharing capabilities who did not show a weapon. To address this problem, BIS with help from BPD's Information Systems Group personnel convened a city-wide meeting among the FBI Bank (ISG). An ISG programmer worked closely with Robbery Task Force and local bank security managers to share Ballistics personnel to create a customized, web- information and plan new strategies. BIS personnel also met with based "Ballistics Case Management" database. additional bank representatives via the Massachusetts Bankers Association. Together, these meetings resulted in a number of Given the events of September 2001, the need for innovative recommendations to deter future robberies and cooperative exchange of sensitive law apprehend repeat offenders. As a result, local banks experienced enforcement information is critical. In 2002, the 17 percent fewer robberies, and the joint Bank Robbery Task Intelligence Unit hosted the 47th annual Law Force identified 35 suspects wanted for 95 percent of all of the Enforcement Intelligence Unit (LEIU) conference, robberies committed. attended by over 140 delegates from all over the world. It provided a forum for discussion of key A cooperative effort among the Bureau's Homicide, Sexual Assault, issues and fostered the development of positive Crime Lab, and Identification Units led to the identification and relationships which facilitate the easy exchange of arrest of suspects wanted for numerous serious crimes. In one sensitive information and intelligence. case, investigators solved a 1997 Roxbury homicide after the Crime Lab developed a DNA profile from blood samples collected at the The number of reported auto thefts continued to crime scene. When submitted to a Massachusetts-wide database, decrease throughout the city in 2002 due to the DNA profile identified a suspect who was subsequently indicted. several key factors. These included the implementation of a new reporting policy to deter The trend for criminals to perpetrate "techno-frauds" such as identity fraud and promote cooperation with the insurance theft is a growing concern for law enforcement agencies across the industry, the assignment of district-specific auto country. The Major Case Unit provided a strong local response to theft investigators, and the ongoing efforts of the these issues through a number of notable investigations and arrests Auto Theft Unit. With assistance from the Major in 2002. In one, Major Case Unit personnel investigated a seemingly Case Unit, Auto Theft Unit personnel successfully simple but deceptive ATM-banking scam. In it, unwitting customers identified "hot spot" areas, deployed "bait" were directed to swipe their bank cards into an alternate device vehicles, and obtained other equipment to while the customary equipment was supposedly inoperative. The significantly reduce auto thefts and arrest suspects would later retrieve the device to download the victims' offenders. 8 The Bureau of Investigative Services has also continued to develop new ways to reach out to the victims of crime. BIS personnel train both recruit officers and domestic violence advocates on topics such as crisis intervention, conflict resolution, and victims' rights. They provide victim assistance literature in readily accessible areas of district stations, and have also created their own pamphlets on identification theft, sexual assault, and domestic violence.

In 2002, the Sexual Assault Unit initiated a program known as BASIN, or Boston Area Sex Investigators Network. The network includes The Domestic Violence Unit hosted a training program for police state, local, and university police departments. officers and others on trauma response. The Trauma Center, funded The primary goal of the group is to share through a grant from the Commonwealth's Department of Mental intelligence, strategies, and resources to enhance Health, provides training focused on ways to communicate with sexual assault investigations in the grieving youth and families. Basic and advanced concepts of area. The group also seeks to provide individuals traumatic stress associated with child abuse, homicide, and other at the highest risk of being sexually assaulted-- incidents are included in the 4-day training, as well as discussion youths between the ages of 15-24--with easy of the cumulative impact of such trauma on detectives and access to comprehensive information about sexual responding officers, and strategies they can use for self-care assault and the resources available to victims of and stress reduction. this crime. In collaboration with BASIN, Emerson College staff and students established a web page, The Bureau's Drug Control Division (DCD) continued to have a SurviveRape.org. The web site is hosted by the serious impact on the distribution of controlled substances City of Boston and contains links to service throughout the city by disrupting several organized groups involved providers and the BASIN network members. in illegal drug trafficking. One investigation targeted the distribution of so-called "club drugs" after receiving intelligence. A coordinated effort by DCD, the Drug Enforcement Administration, and the US Customs Service led to the seizure of a significant amount of ketamine, methamphetamine, ecstasy, and GHB. As a result, the investigators also arrested one individual believed to be a major distributor of these drugs in Boston-area nightclubs.

9 Superintendent Ann Marie Doherty Superintendent Robert P. Dunford BUREAU OF PROFESSIONAL DEVELOPMENT

The Bureau of Professional Development includes: • Training & Education Division (Academy) • Regional Roundtables on Ethics and Integrity (RRT) • Regional Community Policing Institute of New England (RCPI/NE)

Modifications to the Department's use of force policies required new training for all officers in this important area during 2002. The training is The Boston Police Department's diverse training needs are managed ongoing, and will be undertaken in three phases. by its Bureau of Professional Development. Through it, new recruits The first phase was delivered via an informational and seasoned veterans alike receive the best training available. This videotape played at roll calls and addressed training prepares officers for the growing challenges they face in changes in the BPD's policy on the "Use of Deadly their patrol, investigative, or specialized duties. In addition to the Force." In the second phase, officers received Boston Police Academy itself, the Regional Roundtables on Ethics instruction on use of force options, and the and Integrity, and Regional Community Policing Institute of New specifics of the Department's policy concerning its England also help the Department to work closely with other use. In the final phase, officers will receive bi- jurisdictions throughout New England. Together they continue to annual scenario-based training requiring them to develop and implement innovative training programs for law use their judgment regarding use of force in enforcement personnel across the country. realistic exercises. These exercises are designed to challenge and strengthen their judgment, Recruit Class 39-02 graduated 48 new officers in 2002, after decision making skills, proper threat assessment, receiving 31 weeks of intense training. It was the first incoming and other issues relating to the Department's recruit class to go through the Department's comprehensive warranted use of force options. Weapons of Mass Destruction (WMD) training. The WMD training was also provided to veteran officers and encompassed both the Under the Regional Roundtable on Ethics and Domestic Preparedness Awareness program created by Department Integrity, a Police Executive Development of Justice, as well comprehensive training in the Incident Command Roundtable emerged. During 2002, a sub-group of System, or ICS. Commanders received as much as two additional this executive roundtable formed a new group to days of Incident Command instruction, including joint training and focus on concerns which directly impact law tabletop exercises with members of the , enforcement agencies within Massachusetts who Boston Emergency Medical Services, and the MBTA, Cambridge, and serve larger populations. This group, which Brookline Police Departments. The in-depth exercises successfully includes the BPD, seeks to share best practices explored a variety of detailed "what if" scenarios that could involve and build upon existing positive inter-agency and public safety and other officials from jurisdictions throughout the cross-discipline relationships. metropolitan Boston area.

10 The Boston Police Department's Developmental Round-table Review (DRR) process was inaugurated in January of 2002. All sworn members of the Department received an initial orientation on the process during their annual in-service training session. In it they learned that Developmental Roundtable Review is a Department- wide mentoring initiative designed to help individual officers improve their skills throughout their law enforcement careers.

During 2002, the Regional Community Policing Throughout the rest of the year, this initiative was conducted via Institute of New England (RCPI/NE) furthered the one-on-one employee meetings with their supervisors, the use of design and delivery of four additional curricula coaching techniques, focused goal setting, and the regular evaluation targeted towards police chiefs and/or senior of progress toward those jointly developed professional goals. By policy makers. These courses included the Use of creating a written action plan together, supervisors and direct- Force in a Community Policing Environment, reports work to make planned improvements and structured moves Citizen Complaint Intake and Investigation, Early toward skill development. DRR is also expected to be a useful tool Identification and Intervention Systems, and Racial for commanders, enabling them to review and better assess their Profiling: Issues and Dilemmas. Instructors are entire staff's future training needs. currently being trained to conduct these executive level seminars nationwide in 2003, under the auspices of the Community Oriented Policing Services Office within the Department of Justice.

11 Superintendent Thomas A. Dowd BUREAU OF INTERNAL INVESTIGATIONS

The Bureau of Internal Investigations includes: • Internal Affairs Division • Anti-Corruption Division Computerized case-tracking improvements, along • Auditing & Review Division with the addition of new personnel also aided BII's • Recruit Investigation Division Internal Affairs Division. The new case-tracking system not only allows better data collection and analysis regarding citizen complaints, but also provides more up-to-date information for use during the Department's regular Personnel During 2002, the Bureau of Internal Investigations (BII) continued to Analysis Meetings. The Personnel Analysis augment and streamline its services throughout the Department. Meeting (PAM) was modeled after the This was particularly true for its Auditing and Review Division, which Department’s highly successful Crime Analysis sought to increase the technical proficiency of its personnel through Meeting (CAM). CAM uses the analysis of crime education and training. This included graduate-level instruction on data to identify problems and develop innovative internal auditing methods at Bentley College's Graduate School of solutions. Similarly, PAM involves the analysis of Business. As one result, this enhanced auditing capability now aids personnel data such as the use of sick time, citizen BII's overall ability to evaluate, interpret, and improve the complaints, and even Department commendations effectiveness of various Department management practices. to assist supervisors in identifying and solving problems involving employees, or in some cases In another portion of this ongoing improvement, Auditing and Review preventing such problems from developing. also significantly expanded its areas of inquiry during 2002. These areas now include the monitoring of all Paid Police Detail and Internal Affairs has also improved its response to Overtime assignments to ensure compliance with contractual domestic violence situations involving Department limitations on hours worked. They also check for any potential employees by creating specialized investigative conflicts that might arise from such instances, recommend teams for an immediate response. preventive / remedial measures, and then monitor their compliance once implemented. During 2002, the Bureau's Anti-Corruption Division continued to create new partnerships to effectively The Auditing and Review Division has also worked diligently to investigate allegations of corruption made against develop and implement a new computerized monitoring system for City of Boston employees. Members of the employee disciplinary measures, designed to ensure consistency and division reached out to community members and fairness in their application throughout the Department. This new other agencies such as Suffolk University and the system is already making it much easier to track this data, to quickly FBI via classes and other training sessions they flag any unusual circumstances, and then to generate useful reports conducted to explain their mission and goals. In from the data in a more timely and user-friendly fashion. This aids addition to this outreach work, the Anti-Corruption both BII staff, and the senior managers throughout the Department Division also continued to maintain strong who depend on this data to monitor the changing needs of their investigative and prosecutorial partnerships with command and its personnel. the FBI, the Massachusetts State Police, the Commonwealth's Office of the Attorney General, the Suffolk County District Attorney's Office, and the U.S. Attorney's Office as well.

12 13 14 Firearm Discharges 1998-2002

After researching a complaint against an officer, the Internal Affairs Dispositions of Individual Allegations Division investigator prepares a report and submits it with his/her Against Sworn BPD Officers - 2002 recommendation to the IAD Team Leader. After further review the reports are forwarded through the chain-of-command to the Chief of the Bureau of Internal Investigations (B.I.I.). After the Chief of B.I.I. reviews and accepts the reports, the completed report with a recommended finding is forwarded to the Legal Advisor for the Boston Police Department, and ultimately to the Police Commissioner.

There could be multiple allegations within one case, with varied dispositions. The hierarchy for how a decision or finding is categorized is:

SUSTAINED: Sufficient evidence supports the complainant’s EXONERATED: Action complained of did occur - allegations and personnel are subject to disciplinary action. This however, action was reasonable, proper and legal. finding may reflect a need for some action. May reflect a need for training or a change/creation of a policy. NOT SUSTAINED: Investigation failed to prove or disprove the allegations. The weakest finding, as it reflects the inability to prove FILED: The matter is placed on file without any or disprove. disposition.

UNFOUNDED: Investigation reveals action complained of did not If a citizen is not satisfied with the investigative occur. process, he/she may make an appeal to the Community Appeals Board.

15 CRIME STATISTICS Measuring Progress Toward A Safer City

The Boston Police Department gathers many types of data in order to develop the specific crime-fighting and prevention strategies it uses to carry out its important mission each day. These examples illustrate the kinds of statistical information which Department personnel use to identify, analyze, understand, and successfully address local crime trends and patterns:

Crime Trends Boston’s 2002 crime statistics showed improvement in all areas of serious crime, including:

• Violent Crime fell to a record 31-year low (Figure 1). • Homicides decreased, and were 24 percent below the City’s 20-year average (Figure 2). • Part I Crime—which the FBI defines as homicides, rapes, robberies, aggravated assaults, burglaries, larcenies, and vehicle thefts — was down by 4.5 percent from 2001, the third lowest rate since 1967 (Figures 3 & 4). • Shootings dropped 28 percent below the City’s 10-year average, with 45 fewer incidents than in 2001. Several Department strategies highlighted in this report, including the Boston Re-entry Initiative and the Unsolved Shootings Project, have been designed to achieve further reductions in this important area (Figure 5).

16 The Department received a total of 514,379 calls for service during 2002 (Figure 6). Calls for service, an indicator of demand for police services, fell four percent from the previous year. At the same time, the number of these calls being handled by the Department’s Neighborhood Interaction Unit (NIU) increased 11 percent to 19,910 (Figure 7). The NIU takes reports of less serious crimes over the phone from citizens who wish to file a report, but do not request that an officer respond in person. Such reporting frees up the time of officers patrolling Boston neighborhoods, allowing them to engage in more preventive strategies.

Public Safety Survey Results In addition to using crime statistics, the Department also conducts regular citizen opinion polls to identify and solve crime-related problems and assess overall performance. The Boston Public Safety Survey has been conducted bi- annually by the Department since 1995 for this purpose. It helps to identify neighborhood crime issues, potential problem areas, and the impact of crime and other factors on Bostonians’ perceptions of their relative safety and overall quality of life.

Results from the most recently conducted survey in 2001, show that nearly 80 percent of Boston’s residents feel safe walking alone in their neighborhoods at night. This percentage has increased 42 percent since 1995, and has remained constant since 1999 (Figure 8).

A broader measure of community concerns can be seen in residents’ impressions of the quality of life in their neighborhood. The citywide rating for quality of life increased slightly from 1999 to 2001. With residents ranking it on a scale of 1 to 10, it rated a 7.3 in 1999 and increased to 7.4 in 2001. Nearly three-quarters of all respondents in 2001 gave their quality of life a rating of seven or higher on this scale. 17 Superintendent Bobbie J. Johnson BUREAU OF FIELD SERVICES

The Bureau of Field Services includes: • District Commands: Area A / Districts 1 & 7 Area B / Districts 2 & 3 Area C / Districts 6 & 11 Area D / Districts 4 & 14 Area E / Districts 5, 13, & 18 • Operations Division • Special Police Division • Support Services Division

Complaints regarding overloaded trucks traveling through city streets provided the catalyst for a unique collaborative initiative conducted with the As the largest section of the Boston Police Department, the Bureau Massachusetts State Police. Officers were first of Field Services (BFS) includes approximately two-thirds of its total trained in commercial vehicle regulations. Then sworn staff. These personnel provide essential public safety they used portable truck weighing scales to gauge services from 11 neighborhood police stations on a round-the-clock and fine those responsible for broken underground basis. In addition to this key patrol function, BFS also encompasses pipes, recurring street surface destruction, and the Court Unit, the Special Police Division, the Neighborhood Crime other damage caused by their illegal use. Watch Unit, the Special Events Planning Unit, the Operations Division, and the City's Juvenile Detention Facility. Together, all of In September of 2002, BFS and Special Operations these varied personnel work toward the Department's larger goal of personnel worked together with the promoting successful community policing efforts throughout Boston. Massachusetts Registry of Motor Vehicles to perform a citywide vehicle safety check. This In 2002, BFS engaged in a number of collaborative partnerships to focused inspection of 126 private vans and buses provide new types of training for its officers. For example, teaming used to transport Boston school children. It up with the Boston University Medical School the Bureau provided discovered numerous safety and licensing officers with specialized training to identify senior citizens suffering violations. A total of 155 citations were issued, from Alzheimer's Disease, as well as the means to access the and additional inspections are planned to make specialized services necessary for their care and safety. sure these vendors will remain in compliance with the relevant safety regulations.

18 For over a decade, Boston has participated in BFS personnel have also continued with Operation National Night Out. It is a program which Crosswalk, an innovative program which enhances highlights the community's efforts to work with pedestrian safety on Boston's busy streets by police to fight and prevent crime in their targeting motor vehicle offenses at selected neighborhoods. The Neighborhood Crime Watch dangerous, high-incident intersections. Since its Unit coordinates this multi-day celebration which inception in 2001, BFS personnel have issued takes place at numerous events held at diverse 13,119 citations. This helped to reduce pedestrian venues all across Boston. In each of the last ten accidents by 51 incidents, and motor vehicle years, and again in 2002, Boston has been accidents by 327 incidents in 2002. recognized as one of the Top Ten Cities participating nationwide.

In November 2002, the BFS employed the Community Anti-terrorism Training Institute ("CAT- Eyes") to come to Boston and train police officers and Crime Watch personnel in community anti- terrorism-awareness teaching methods. During 2003, the Department's Community Service Officers will implement this program by providing free preparedness presentations to community groups throughout the City. The Boston Police Department is believed to be the first major police department in the New England region to implement a CAT-Eyes program.

19 DISTRICT A-11 Captain Bernard P. O'Rourke 40 New Sudbury Street Boston, Massachusetts 02114-2999 (617) 343-4240

District A-1 staff continue to work closely with groups such as the Midtown Park Plaza Neighborhood Association, formed by local residents and businesses to combat drug-related crime in the During 2002, District A-1 personnel used a variety Theater District. Together they discuss quality of life issues, crime of innovative measures to continue to promote the prevention, and other community-related concerns in a joint attempt concepts of neighborhood policing throughout the to eradicate illegal drug dealing. At the same time, comprehensive Downtown, Beacon Hill, Charlestown, Financial anti-crime initiatives such as "Operation Vice Grip" and "Operation District, Chinatown, and North End neighborhoods. Wilbur" have effected numerous drug-dealing and prostitution arrests in the Theater District and nearby Bay Village and Chinatown Since September 11th, District A-1's personnel neighborhoods. have remained particularly cognizant of the fact that Boston has become a potential target for Operation Vice Grip was used in conjunction with the ongoing future acts of terrorism. Together they protect the Operation Squeeze to target prostitutes in addition to their would-be thousands of people who live, work, and shop in customers. Operation Wilbur has also been an ongoing strategy, the district's neighborhoods, as well the many focusing specifically on drug arrests in the Theater District. In 2002, sites with historic and symbolic significance along four hundred and fifty-six drug arrests were made as a result of the , among downtown's large these combined efforts, due to significant cooperation among the concentration of office buildings, and throughout District's patrol officers, its Drug Control Unit, the BPD Citywide Drug the area's burgeoning maze of new transportation Control Unit, and the Youth Violence Strike Force. infrastructure. During 2002, these growing security duties included intricate protective measures for several Liquefied Natural Gas tankers, which made numerous heavily escorted journeys through Boston's inner harbor. District A-1 personnel provided an extensive land-based security presence via observation posts in locations along the waterfront, all strategically placed to afford maximum protection during the safe passage of each tanker.

20 District A-1's Drug Control Unit also performed "Operation Cordo-N- Grato" which targeted heroin dealing in the North End. It resulted in twelve additional arrests, along with the execution of two search warrants. Working in cooperation with other investigative units throughout the Department, District A-1's Drug Control Unit further assisted the Massachusetts State Police in a criminal investigation known as "Operation Neighbor Hoods" in the North End. This initiative recovered numerous firearms, included the execution of five search warrants, and resulted in the arrests of several high-level organized crime figures. District A-1's warrant arrests increased by 35 percent, with total drug arrests rising by 77 percent from last year.

In 2002, District A-1's calls for service increased 10 percent from 67,245 to 74,424. This increased workload was also complemented by enhanced performance from District personnel, with emergency response times in Charlestown dropping to the lowest in the entire city--just four minutes for the most urgent "Priority 1" calls.

At the same time, regular meetings of the District A-1 Advisory Committee helped A-1 personnel to work with representatives from neighborhoods throughout the district to improve quality of life and crime issues. In addition to these representatives, district personnel also continued to work closely with members of: the Downtown North Association; the Chinatown, Charlestown, and North End Safety Committees; the Bay Village, and 's Neighborhood Associations; and the Lower Washington Street, and Charlestown Youth Task Forces on a regular basis.

21 DISTRICT A-77 Captain James M. Claiborne 69 Paris Street East Boston, Massachusetts 02128-3053 (617)-343-4220

During 2002, District A-7 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout East Boston.

Among these, the special emphasis A-7 personnel have continued to place on outreach to a variety of community groups has been particularly well received. The Latino community comprises Officers from District A-7 have established an approximately 42 percent of East Boston's population, and so a excellent working relationship with the City's monthly meeting with representatives of the various Latino social Inspectional Services Department (ISD). During service agencies in East Boston provides a regular opportunity for the past year this partnership resulted in outreach and networking within this important segment of the numerous inspections at local businesses. In community. At the same time, these kinds of pro-active meetings several instances, multiple violations of local and strategy sessions help A-7 staff members to gain a growing Building, Health, Environmental, and Safety codes understanding of the Latino community's concerns. The closer were discovered. Citations were issued, and in one working relationships they help to foster also encourage the case an entire residence had to be condemned for cultivation of ongoing partnerships, as well as police-community safety reasons. This partnership has proven very crime-prevention measures throughout East Boston's neighborhoods. successful in rooting out negligent, absentee landlords and other unscrupulous vendors, and makes an important contribution to an improved quality of life for those who live and work in East Boston.

22 As a result, $7,000.00 in hidden U.S. currency and a package believed to be one kilo of cocaine were discovered. This one arrest alone prevented cocaine with an estimated street value of approximately $150,000, along with an additional $3,200 in illicit U.S. currency (which the suspect had on his person) from reaching East Boston's streets. Being responsive to the community concerns noted in its Strategic Plan remains a high priority for District A-7. This can be seen in its District A-7 personnel also increased their continued dedication to roadway safety through the use of a T-55 monitoring of licensed premises in 2002. In a traffic enforcement car, Speed Board, and radar guns in high volume series of random checks initiated by Captain areas. In 2002, three additional officers were trained to use this Claiborne, "Operation Butt Out" used officers and equipment, and together, A-7 officers totaled 11,419 motor vehicle three teenage volunteers to visit numerous citations and 7,477 parking violations. establishments. Their purpose was to ensure regulatory compliance with Massachusetts One particularly effective policing effort in 2002 concerned an officer General Laws prohibiting the sale of tobacco who observed a suspicious motor vehicle being operated in Maverick products to minors. Perhaps as a result of the Square. After further investigation, the officer arrested the vehicle's publicity surrounding this program, almost all of driver on numerous drug warrants. Still sensing that something these establishments were found to be in wasn't right, he then had the motor vehicle towed to District A-7, compliance. where it was legally inspected more closely.

23 DISTRICT B-22 Captain Albert E. Goslin 135 Dudley Street Roxbury, Massachusetts 02119-3203 (617) 343-4270

During 2002, District B-2 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout Roxbury and North Dorchester.

In late spring, District B-2 personnel unveiled their comprehensive new Crime Reduction Strategy. To execute it, teams of officers, detectives, and supervisors worked closely with a diverse set of partner agencies. They developed and implemented crime prevention, intervention, and enforcement measures tailored to the needs of specific neighborhoods. These teams include members of the Probation Department from Roxbury, Dorchester, West Roxbury, and the Boston Municipal Court, as well as representatives from the Massachusetts Parole Board, the Department of Youth Services, the Police, and the Roxbury Youth Works.

Together these teams planned, conducted, and then analyzed the results of a coordinated set of ongoing anti-crime activities. These measures included numerous warrant apprehensions as well as increased patrols, both visible and undercover, within known neighborhood "hot spots." Mutli-agency teams also conducted joint visits to local probationers' and parolees' homes to see if they were abiding by the terms of their court-mandated return to their neighborhoods. If found to be non-compliant, these individuals were immediately targeted for additional prosecution. For those willing to make more productive choices, home visits provided additional opportunities for officers to provide positive reinforcement to these individuals and their families as they began to reintegrate themselves back into the community.

24 District B-2 personnel also began implementing a focused set of measures designed to address shootings in the Grove Hall area during 2002. Known as the Grove Hall Initiative, its four- pronged strategy tracked and targeted specific behaviors, territories, times, and persons involved in drug trafficking and other violent activities. Armed with this information, officers then removed these dangerous individuals from the neighborhood via several major sweeps. For example, in a second phase of "Operation Steel Curtain", five firearms were seized as the result of eight arrests for a variety of drug offenses. Conducted in cooperation with the Youth Violence Strike Force, "Operation Halls of Justice", resulted in another 12 arrests, and the seizure of four additional firearms. Together, these initiatives and others like them have significantly diminished the number of shootings and aggravated assaults in the neighborhood, while also removing armed criminals and their weapons from the streets.

25 DISTRICT B-33 Captain Pervis Ryans, Jr. 1165 Blue Hill Avenue Dorchester, Massachusetts 02124-3914 (617) 343-4700

During 2002, District B-3 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout Dorchester and .

Detectives working on domestic violence cases found their efforts bolstered in 2002, both through enhanced training, and the addition of some useful new tools. A threat-assessment software package now aids investigators in finding, tracking, and intervening when necessary to prevent repeat offenders from harming their intended victims. Digital cameras also allow them to provide immediate, on-scene, visual documentation of any injuries to victims, as well as other evidence found at crime scene locations.

This type of documentation has been a key to prevention efforts and successful prosecutions alike. In both areas, District B-3 personnel continued to work closely with the District Attorney's Office. Together, their efforts were further facilitated by the Dorchester District Court. One of only three of its kind in the nation, the Court's specialized programs were created as a prototype for new methods of domestic violence prevention and prosecution efforts by the Department of Justice.

26 Preventing auto-theft has also been a continuing area of focused effort. Working closely with patrol staff and state officials, B-3 detectives now enter every auto theft into a database, and analyze it for emerging trends. They conduct routine investigations at local auto shops, and gather intelligence from concerned citizens and legitimate business owners. This wealth of data helps them to identify at-risk vehicles, potential theft locations, and the players who may be involved in vehicle theft, insurance fraud, the re-sale of stolen parts, and illegal dumping of abandoned vehicles onto neighborhood streets. Captain Ryans has also used this information pro-actively to mail out a "Stolen Car Alert" full of anti-theft tips to all local vehicle owners determined to be in high-risk categories.

In response to growing tensions and the threat of escalating violence within local schools, B-3's Community Service Office helped to create a process to resolve the problem. Officers quickly brought together a coalition of concerned groups including: students, parents, school administrators, the BPD's School Police Unit and Youth Violence Strike Force, local clergy and community leaders, and representatives from multiple City and State agencies. These diverse groups came together to jointly identify the problem and its causes, ask each other for input and assistance, and then to pool their resources to work out a solution.

27 DISTRICT C-66 Captain Robert Cunningham 101 West Broadway , Massachusetts 02127-1017 (617) 343-4730

During 2002, District C-6 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout South Boston.

Highlighting the year in District C-6, was an all out effort to control illegal parking on both the side streets and major thoroughfares of District C-6 personnel also redoubled their efforts South Boston. This effort had been long-planned via a series of to serve arrest warrants in an expeditious manner. meetings with neighborhood residents, city officials, and local To do this, the warrants are now broken down by community leaders. However, a tragic fire in October of 2002, geographical location. With this information in resulting in the death of an eight-year-old girl, became the hand, the responsibility for service is then unexpected catalyst for its implementation. Spearheaded by assumed by the appropriate Beat Team Leaders officers from District C-6, this comprehensive effort quickly gained and the response units assigned to that particular the attention of residents and business owners throughout the sector. Under this program, warrant service has community. During 2002, District C-6 personnel issued over 22,000 increased 75 percent, with 31 warrant arrests in parking violations, an increase of 30 percent over 2001. December alone.

District C-6 also re-established its presence on the World Wide Web by registering its updated website: southbostonpolice.com, and adding new content. The site now includes a "Most Wanted" page, a traffic and parking update, and even a contest page which awards an "official District 6 T-shirt" to one lucky winner each week.

The District's Drug Control Unit continued its efforts to remove illegal drugs and associated criminal activity from the neighborhoods. Working undercover, together with members of the BPD Major Case Unit, the Massachusetts State Police, and the Salem, New Hampshire P.D., the District C-6 Drug Unit executed a search warrant where

28 31 kilos of cocaine and over $130,000 in U.S. currency were seized. By itself, this one operation was the largest single seizure of drugs and drug money in Boston during 2002.

Members of the C-6 Community Service Office continue to form and maintain close working partnerships with numerous community, business and non-profit organizations. CSO personnel assisted in the planning for the 2nd Annual South Boston Street Festival, which had over 15,000 attendees. They also continued to work with local youth by supporting job-development activities, sports programs, and Gang Resistance Education and Training (GREAT) programs. Also, at the request of the Department of Defense, District C-6 personnel trained over 1,000 South Boston federal employees in a customized "street-smarts" awareness and crime prevention program, which earned them a Special Merit Award from the federal government.

In addition to its police officers, District C-6 also counts two clinical social workers among its staff members. They are part of the Department's citywide participation in the Youth Service Providers Network which targets at-risk young people. Together they provided counseling to nearly 150 young people and their families in 2002, many of whom had been referred to them by the C-6 Drug Control Unit.

29 DISTRICT C-1111 Captain Thomas F. Lee 40 Gibson Street Dorchester, MA 02122-1223 (617) 343-4330

Since the summer of 2002, personnel from District C-11's Community Service Office have worked closely with the Colonel Daniel Marr Boys and Girls Club on a promising new program known as "Street Smarts." The idea behind it is to bring local young people together with the officers who During 2002, District C-11 personnel continued to use a variety of serve their community in a safe, fun, and relaxed innovative measures to promote the concepts of neighborhood setting. This opportunity encourages them to policing throughout Dorchester. learn first hand what a police officer's work-day really entails--in contrast to the many non-factual Drug trade in Dorchester took a direct hit as a result of an stereotypes they may have heard about, or seen undercover investigation known as Operation Crossbow. Over the on television. It also gives the young people a course of six months, C-11 Drug Control Unit and federal Drug chance to develop positive, long-term relationships Enforcement Administration personnel worked together to make a with adults who are willing to act as mentors and series of undercover buys. Through them over 70 grams of heroin positive role models for their group. Thus far, were purchased. This led to the arrest of two suspects and the over 30 pre-teens have participated. seizure of over 200 additional grams of heroin. A subsequent search warrant prompted a further seizure of 14 grams of heroin, assorted Many of District C-11’s successes in lowering production and packaging paraphernalia, and monies thought to be crime district-wide can also be seen in the drug proceeds. Together, the drugs seized in this investigation mirrored success of Dorchester's ongoing Safe represented a possible street value in excess of $70,000. Neighborhood Initiative. Through it, police personnel continue to work closely with representatives from the Massachusetts Attorney General's Office, the Suffolk County District Attorney's Office, the Department of Youth Services, and neighborhood-based health centers.

30 Through this collaboration they meet regularly with community members, provide increased opportunities for education and awareness, and have also put in place several badly needed community liaison personnel to reach out to the growing Vietnamese community in Dorchester.

A newly renovated station house now aids C-11 personnel in their mission. After five months of working in nearby trailers, the construction resulted in new and expanded space for the district's detectives, its domestic violence programs, and the C-11 Community Service Office. Using this new space as a springboard, officers have continued to target some of the most difficult problems in the neighborhoods they serve via ongoing initiatives such as the "Close To Home" domestic violence prevention program. A summertime "Party Line" directs a dedicated patrol car to noisy addresses so that other patrol staff can focus on more pressing emergencies, while after-school youth programs and others geared toward the specific needs of senior citizens remain popular with community residents.

31 DISTRICT D-44 Captain Edward C. Wallace 650 Harrison Avenue Boston, MA 02118-2423 617-343-4250

District D-4 personnel continued to maintain a positive presence with the young people of their district, particularly during the summer months of school vacation. Their stepped-up efforts to prevent youth violence paid off with a significant reduction in violent incidents. Violent crime in District 4 dropped 15 percent from 2001, while firearm-related arrests almost doubled, resulting During 2002, District D-4 personnel continued to use a variety of in a 138 percent increase in recovered firearms. innovative measures to promote the concepts of neighborhood policing throughout the Back Bay, South End, Lower Roxbury, and District 4 also continued to maintain close Fenway neighborhoods of Boston. relationships with numerous civic and neighborhood groups. Approximately fifteen to D-4 personnel marked the passage of 2002 by successfully twenty of these groups meet monthly to share overseeing numerous large-scale events. Often these events were information and talk about neighborhood unplanned, and many required a significant police presence to be crime-fighting strategies. Most every deployed on short notice. Tensions related to a janitors' strike neighborhood is represented, including: the focused on several downtown office buildings with marches, Hurley Block Neighborhood Association, the protests, and blockades at several locations. In each case, District Parkland Management Advisory Committee 4 personnel protected the strikers' rights to peacefully assemble (Southwest Corridor), the Roxbury Crossing and air their views, while also addressing the concerns of nearby Neighborhood Association, the East Fenway and businesses, schools, and residential areas. Working closely with West Fenway Police Panels, the South End Police the leaders of the strike and protest groups, business leaders, and Panel, and the Back Bay Neighborhood other City agencies, D-4 personnel made sure local residents were Association. These meetings are always well able to go about their daily lives without undue interruption or attended and help D-4's officers to cultivate fear of violence. cooperative, long-term relationships with these groups. Their active members continue to be the "eyes and ears" of the community, and by providing vital information leading to arrests, they remain an important key to the overall success of D-4's neighborhood policing efforts.

32 The Youth and Police in Partnership (YPP) program continues to support at-risk youth in District 4 through its Youth Council. This program has been very successful during the past seven years, having served hundreds of local youth, and has now been expanded to include six additional police districts. Numerous BPD volunteers donate their time to the program, and their efforts have also promoted close partnerships with organizations such as 's Law School and College of Criminal Justice, the Huntington Theatre, the Department of Youth Services, and Harvard University. Through these ongoing developments, YPP continues to fulfill its mission as a comprehensive citywide youth service program.

Reaching out to the community is a common theme in District 4, and so it was perhaps unsurprising that D-4 personnel were able to share their knowledge and expertise with residents in other parts of Boston during 2002. After a high incidence of attacks on women in adjacent Brighton and the North End, its officers conducted self defense and safety awareness classes for interested residents. Using Rape Aggression Defense techniques, they taught classes designed to increase potential victims' chances of surviving an attack. These classes were overwhelmingly successful, with approximately 300 attendees.

33 DISTRICT D-114strict C-66 Captain William B. Evans 301 Washington Street Brighton, Massachusetts 02135-3301 (617) 343-4260

During 2002, District D-14 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout and Brighton. Maintaining strong partnerships with neighboring schools such as Boston College, Boston University, and Harvard University, has also D-14 personnel were particularly active in their remained a key part of District D-14's overall crime prevention ongoing partnership with the City of Boston's strategy. In addition to providing Captain Evans with opportunities Inspectional Services Department. Together, ISD to speak to their incoming students on a variety of public safety and BPD personnel routinely conducted issues, university administrators now participate in regular weekend inspections of suspect properties for health, ride-alongs with District personnel. These joint efforts seek to safety, and other local code violations. Often prevent underage drinking by finding and eliminating boisterous these buildings are sub-standard, multi-family off-campus parties before they can create unwanted problems for dwellings. Typically they provide poorly maintained the students or their neighbors. At the same time, this tactic also and over-priced housing to large numbers of helps to lessen or prevent other crimes too, such as vandalism, college students. The inspections program has assault, disorderly conduct, and drunken driving. It may also help to helped to correct violations that have been ignored explain positive trends such as D-14's reduction of auto thefts by 17 by unscrupulous absentee landlords, and to fine percent, break-ins by seven percent, and sexual assaults by 25 them for what appears in some cases to have percent in 2002. been years of such neglect. Some properties were found to be so hazardous upon entry that they had to be evacuated and even condemned to ensure the occupants safety from vermin, faulty utilities, exposed wiring, rotting trash, and other dangers.

34 Reducing crime while working in partnership with organizations throughout the community has also continued to play an important part in District 14's ongoing efforts to address Allston-Brighton's quality of life concerns. For example, local liquor stores have continued to work with D-14 undercover personnel as part of "Operations Keg," and the Governor's Highway Safety Task Force's "Cops In Shops" program. Together, these programs prevent underage drinking by targeting the illegal purchase and distribution of alcohol to minors. D-14 personnel make arrests, confiscate the products, and the illegal identification which is often used to secure them. At the same time, aggressive traffic enforcement, via 15,246 citations issued in 2002, has contributed to a reduced rate of auto accidents citywide.

35 DISTRICT E-55 Captain Timothy J. Murray 1708 Centre Street West Roxbury, Massachusetts 02132-1542 (617) 343-5630

During 2002, District E-5 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout Perhaps in part because of the District's changing demographics, the and West Roxbury. number one quality of life concern voiced by E-5 residents in 2002 remained traffic enforcement. This important area of police and One key element of E-5's overall plan has been to community collaboration had been clearly articulated in the District's provide staff with the best possible tools for their Strategic Plan, and so it has been a major goal for E-5 difficult work. This can be seen in the creative personnel in recent years. Armed with the positive results of a new floor-plan of their recently-renovated facility related study they conducted in 2001, District personnel dramatically in West Roxbury. It now includes amenities such increased their motor vehicle stops again in 2002. With more than as a lunchroom and gym, in addition to office 12,000 vehicle stops, District E-5 personnel tallied a 50 percent space for individual detectives, and an increase since 2000, which also prompted a corresponding 30 interrogation room with full videotaping percent decrease in motor vehicle accidents. As a further result, capabilities. Detectives at E-5 were also the first District E-5 also noted the fewest vehicular accidents citywide. to display their "most wanted" suspects on-line for all to see. These steps have all contributed to the Department's highest solve rate, along with a reduction of Violent Crime by 11 percent, and a 25 percent increase in overall arrests by District E-5 personnel during 2002.

36 District E-5 personnel also continued to work closely with community residents to keep them abreast of their efforts, and to encourage new collaborations and partnerships in crime prevention. Dozens of neighborhood-based Crime Analysis and Prevention Meetings gave Captain Murray the opportunity to provide local residents with the same up-to-the-minute crime statistics and trend information shown to the Department's senior commanders at their Headquarters briefings. These extremely visual and factual presentations use PowerPoint and crime mapping software to vividly depict recent crime trends in a specific neighborhood or geographical area. Their use also helped to spur the creation and ongoing participation of Crime Watch groups, as well as increased participation in targeted anti-car-theft programs.

District E-5 personnel conducted another highly successful year of their "Operation Pick-Off" in 2002, which resulted in numerous warrant arrests. This was in turn part of a larger plan, which sought to reduce crime by actively targeting repeat offenders before they could commit additional crimes. This strategy paid off handsomely. During 2002, E-5's personnel posted a 79 percent increase in warrant arrests, along with corresponding 14 percent and 16 percent decreases in burglaries and robberies, to leave District E-5 with the lowest crime rate in the City for the second straight year.

37 DISTRICT E-113 Captain Robert M. Flaherty 3347 Washington Street , Massachusetts 02130-2639 (617) 343-5630

During 2002, District E-13 personnel continued to use a variety of innovative measures to promote the concepts of neighborhood policing throughout Jamaica Plain.

District personnel worked closely with a unique cross-section of community groups and concerned citizens to achieve many of the shared goals that they had established in the District's Strategic Plan. One new project brought to fruition in 2002 was the creation Continuing to target motor-vehicle-related of a Community Mediation Program. Its goal is to assist offenses and the associated quality-of-life neighborhood residents in peacefully resolving civil disputes-such as concerns they often engender was another high landlord/tenant issues, disagreements among neighbors, priority for E-13 personnel in 2002. In traffic parent/juvenile issues, and other family disputes before they can enforcement, officers issued 11,660 moving become contentious or lead to violence. The program received citations, an increase of over 1,200 citations. operating space through an ongoing partnership with the Egleston Parking violations also increased to 10,690, with Square Main Streets organization, and now includes the services of an increase of over 2,000 violations issued. two E-13 officers who've been trained and certified as professional mediators. The District's successful automobile noise reduction campaign continued as well. In addition District 13's detectives also took a considerable bite out of the to improving citizens’ quality-of-life by significantly incidence of car-breaks, the District's number one crime, by working decreasing the volume of noise disturbances, closely with Beat Team supervisors and patrol officers on each shift. "Operation Sound Off" generated an additional Together they made over 20 arrests for this specific type of offense positive side effect: In these stops officers often alone. They also assisted in the successful prosecution of a discovered motorists who were operating vehicles notorious scam artist who had been preying upon Jamaica Plain's while unlicensed, many of which were uninsured, elderly community. The detectives were instrumental in the or unregistered. prosecution of a serial burglar, by using DNA evidence they'd collected from a 1998 break-in to secure a conviction. One positive result of these focused efforts and others like them was a district- wide decrease in violent crime of 11 percent during 2002.

38 Community members have been, and will continue to be valued partners in many of Jamaica Plain's ongoing crime-prevention and community-building efforts. This can be seen in the close cooperation among District personnel and groups such as the Jamaica Plain Business Association, the Urban Edge Community Development Corporation, the Egleston Square Y.M.C.A., and the Hyde Square Task Force. E-13's Community Service Officers have also maintained close relationships with non-profit elderly service organizations such as Ethos and Match-Up. District 13 personnel were pleased to see that a Jamaica Plain neighborhood crime watch group was recognized as one of the Top Ten in the entire City of Boston by the Police Commissioner, Mayor Menino, and the Department's Neighborhood Crime Watch Unit.

39 DISTRICT E-118 Captain Frederick J. Daniels 1249 Hyde Park Avenue Hyde Park, Massachusetts 02136-2891 (617) 343-5600

E-18 personnel also revitalized their theft prevention and anti-crime measures to address the District's number of car-breaks in several important ways. First, innovative new prevention measures included a focused awareness campaign. It targeted two important groups: During 2002, District E-18 personnel continued to motorists and the vendors who service their vehicles. Automotive use a variety of innovative measures to promote shops and other local businesses were asked to display anti-theft the concepts of neighborhood policing in Hyde Park literature and posters warning of the penalties for receiving and Readville, as well as portions of Mattapan and stolen property. Jamaica Plain. Motorists were also warned when they were observed to be at Drug interdiction came to Cleary Square during risk by leaving valuables unattended in unlocked vehicles. Pamphlets 2002 in the form of "Operation Clear-E." This which resembled a parking ticket were issued to these motorists initiative resulted in the arrest of four street advising them of the dangers of this type of behavior. Further, the dealers for marijuana sales, as well as the seizure District's Anti-Crime Unit was deployed on the morning watch, to of large quantities of marijuana, $4,390 in cash, specifically address the issue of larceny from motor and a firearm. The E-18 Drug Control Unit also vehicles, and worked closely with neighboring jurisdictions. Over 40 successfully closed down a brazen storefront arrests were effected, and a significant amount of stolen electronic drug-sales operation by targeting an establishment components were recovered. known as Smoke and Grooves 2. Several thousand dollars of drug paraphernalia, over $1,000 dollars in cash, and additional large amounts of marijuana were seized.

District 18 personnel discovered that the shop had also been selling illegal CD's. This matter was turned over to the Massachusetts Attorney General's Office for prosecution. Throughout the course of the year, these and other cooperative efforts like them netted over $30,000 in seized drug proceeds, 19 handguns, and one machine gun.

40 Among District E-18's most important achievements in 2002 was the cultivation of a close partnership with the Boston Transportation Department and groups of concerned local residents. Several senior citizen residents of the Blake Estates housing complex had been seriously injured while crossing to the nearby Shaw’s Supermarket on Hyde Park Avenue. To heighten safety awareness among both area motorists and pedestrians, new crosswalk signage and flashing traffic signals were added and re-timed. The local Elks Lodge also donated additional pedestrian crossing signs, which Shaw’s and Blake Estates residents worked together to site and install to help prevent future accidents.

41 OPERATIONS DIVISION Deputy Superintendent William H. Bradley One Schroeder Plaza Boston, MA 02120 (617) 343-4600

The Operations Division's primary goal has always been to provide professional, emergency dispatch services to support street-level officers and their commanders with information that is as timely, accurate, and complete as possible. Their efforts to do so 24-hours a day, every day of the year resulted in nearly 50 commendations for During 2002, the Emergency Operations Center meritorious service among Operations Division personnel in 2003. received 623,930 emergency 9-1-1 calls-many of The following is but one example among many: these in foreign languages. Operations personnel prepared over 7,000 stolen vehicle reports, and At approximately 01:36 hours on Tuesday morning, August 27, 2002, handled more than 60,000 towed vehicles. a Police Dispatcher received a partially garbled radio transmission Neighborhood Interaction Unit (NIU) personnel indicating a possible "officer-in-trouble" distress call. The Dispatcher also dealt with an additional 19,910 non- immediately cleared the channel and alerted all nearby units. After emergency incident reports via telephone, while recognizing the radio number transmitted, the Dispatcher sent the Operations Tape Librarian created, catalogued, back-up units to the A202A unit's last known location. It was later and compiled over 3,800 cassette tapes for learned that its two officers had observed and attempted to question administrative and criminal investigations, and a suspect which earlier bulletins had identified as likely to be armed provided testimony in numerous court and dangerous. proceedings. When approached by the officers on foot, the suspect opened fire The Operations Division also continued its with a handgun, striking one officer in both the arm and leg. The comprehensive efforts to hire and train 43 officers returned fire, but the suspect was able to flee on foot. The civilians to replace police officers as emergency Dispatcher quickly worked to piece together multiple sources of dispatchers in 2002. Thus far, more than 30 information while also coordinating the arrival of additional back-up civilian Dispatchers have already moved into these units. At the same time, the fleeing suspect continued to fire at on-air positions. More will follow them as they pursuing officers, until he was finally wounded, and then subdued. complete their training. Over the course of Throughout this emotional incident, the Dispatcher worked calmly several years, as this change-over to civilian and professionally with street officers to provide dispatchers is completed, it will free up a like number of police officers for neighborhood patrol assignments and other duties citywide. The addition of their presence on a daily basis will be a significant aid to the Department's community policing efforts throughout Boston.

42 them with the information and other resources they needed. Emergency Medical Services personnel quickly transported both the wounded officer and the arrested suspect to area hospitals for Using this link, commanders at each of the life-saving medical treatments. The officer continues to recover, agencies can now contact operational staff from while the suspect remains in custody, facing attempted homicide and any of the other agencies, or all of them at once. other serious charges. In a crisis situation this capability will be invaluable and could help to save countless lives, Operations Division personnel have always prided themselves on including those of its users. their close professional working relationships with all of the public safety agencies in Boston, as well as those throughout the region. Since its creation, this group has supervised Police personnel have always worked shoulder to shoulder with their further implementation, testing, and maintenance counterparts at the Boston Fire Department and Emergency Medical of this emergency radio capability, which can be Services at the street level. However, since September 11, 2001 made operational in seconds. Weekly testing is there has been a growing urgency to more closely synchronize the conducted to make sure that interoperability agencies' efforts at the dispatch and strategic levels as well. To function of this channel can be available accomplish this important goal, the agencies first convened a immediately if it is ever needed. Additional committee to set up a Boston Public Safety Inter-operability Channel. phases of this project are already underway to Its creation provided a direct operational radio link among personnel increase communications with other city agencies at each of the three agencies, as well as the Boston Emergency as well (i.e., Parks and Recreation, Public Works, Management Agency. etc.), and to any neighboring jurisdictions who may wish to participate in the future.

43 Superintendent Paul F. Joyce, Jr. BUREAU OF SPECIAL OPERATIONS

The Bureau of Special Operations includes: • Mobile Operations Division • Tactical Support Division (Mounted Unit, K-9 Unit) • Youth Violence Strike Force • Environmental Safety Division (Haz-Mat Unit, Harbor Patrol, Explosive Ordnance Unit) Dealing with the unique concerns posed by • School Police Unit potential terrorist acts has also remained a top • Youth Service Officer Unit priority for the entire Department in 2002. Several BSO units are at the forefront of these ongoing domestic preparedness efforts. For example, in 2002 the Explosive Ordnance Unit dealt with over 200 calls regarding suspicious, potentially explosive devices. New bomb suits, sophisticated x-ray and containment equipment, and training with the FBI and other agencies all helped them to As its name implies, the Bureau of Special Operations (BSO) consists respond safely and professionally to each of these of several highly trained units that are frequently called upon to calls. Each threat was rendered harmless without address many of the Department's most challenging and potentially further incident. dangerous assignments. Whether they are involved in executing high-risk warrants, rendering safe an explosive device, testing Similarly, the Hazardous Materials Response Unit potentially hazardous materials, or providing security at a high- continued to work closely with diverse state, local, profile public event or a public school, BSO personnel successfully and federal agencies to plan, train for, and perform a surprisingly diverse set of public safety roles throughout maintain the constant readiness necessary to deal Boston each day. with incidents involving chemical, biological, radiological and other hazardous materials. These During 2002, the Youth Violence Strike Force (YVSF) continued its ongoing preparations involved the research and ongoing efforts to successfully track, arrest, and prosecute gang evaluation of complex new equipment, procedures, members and other violent felons. Working with numerous law and training methods, as well as planning for enforcement agencies and community partners, they continued numerous "what if" eventualities. Hazmat prevention, intervention, and enforcement initiatives such as personnel then use this data to participate in Operation Cease-fire and Operation Night Light. As noted elsewhere highly detailed drills and tabletop exercises with in this report, they also augmented these earlier successes with other City of Boston and regional public health and several new and promising companion programs. These include the safety agencies. They also work closely with multi-agency Boston Re-entry Initiative, and an intense collaboration Boston Police Academy staff to provide up-to-date among YVSF and other BPD investigative personnel to solve Weapons of Mass Destruction, and critical shootings where further incidents of retribution are thought to be Incident Command System training to BPD likely. The effective combination of these efforts were again personnel on a regular basis. honored by the United States Department of Justice, through its selection of Boston for its Project Safe Neighborhood Award for violence prevention.

44 The Mobile Operations Patrol Unit's (MOP) Harley Davidson motorcycles provide an impressive visual element to their diverse duties throughout the City. During 2002, these duties included a number of arrests for disorderly conduct during The primary goal of the School Police Unit in 2002 continued to be demonstration and other incidents of civil unrest, providing a safe and secure learning environment for Boston's as well as those resulting from their daily patrols, schoolchildren. Using Student Threat Assessment Teams, School and the nearly 40,000 traffic citations they issued Police were able to react immediately to over 200 threats against throughout the year. MOP personnel also staff the specific schools or members of a school community. These teams Department's highly skilled Entry and included psychologists who worked with officers, school officials, and Apprehension Team, provide extensive dignitary parents to create an appropriate but flexible response to each protection, crowd control, and special event escort threat. Key education and prevention programs also encouraged services, and have also been heavily involved in young people to make positive life choices before they become the elaborate, security measures provided for the involved gang violence, drug abuse, truancy, and other unproductive LNG tankers journeying through Boston Harbor. behaviors. As a result of these collaborative efforts, Boston's schools noted an almost 10 percent drop in overall incidents, along with a 30 percent drop in the number of recovered weapons.

45 NEW ANTI-GUN VIOLENCE STRATEGIES PRAISED

In response to new violent crime challenges in 2001 and 2002, the Boston Police Department and its many partners developed some important - and promising - new initiatives. As 2002 drew to a close, these efforts were recognized by the Bush Administration. Known collectively as "Boston Strategy II", they won a prestigious Project Safe Neighborhoods Award from the U.S. Department of Justice. Project Safe Neighborhoods is the federal government's signature firearm violence prevention program nationwide. The Unsolved Shootings Project (USP) - One of the most promising of the new initiatives, the project Boston's four-pronged strategy includes the following ongoing uses a strategic approach to firearm violence initiatives: prevention. It recognizes that a relatively small number of people are actively involved in • Unsolved Shootings Project perpetuating firearm violence. Often they engage • Boston Re-entry Initiative in retaliatory incidents, driving further cycles of • District-based Strategies violent retribution. By focusing intense and quick • Law Enforcement/Community Crime Reduction Strategy scrutiny on the open cases, and the individuals most likely to retaliate, this initiative seeks to Using a balanced approach, these programs make purposeful, break these dangerous cycles before they combined use of prevention, intervention, and enforcement can grow. measures. In 1994, Commissioner Evans launched a new direction for policing in Boston, emphasizing that "You cannot be credible on Partners in this effort include: the Boston Police enforcement if you are not credible on prevention." This philosophy Department, the Suffolk County D.A.'s Office, and still holds today, and can be seen in the common principles guiding the US Attorney's Office. Key officials from BPD's the four programs: Bureaus of Investigative Services, Field Services, • Focused intervention, analysis, and prioritization and Special Operations, along with the Office of of offenders Research and Evaluation meet with prosecutors • Fair and balanced message and federal law enforcement agencies on a bi- • Consistent follow-through weekly basis to examine all open shooting cases in Strategic collaboration • the city. Their objectives are to:

• Solve shooting cases in which witness and/or victim reluctance is hindering prosecution. • Identify the suspects who are driving the shootings, using all lawful and constitutional means to remove them from the community. 46 county, state, and federal prisons. The program began by addressing the highest-risk offenders slated for release from the Suffolk County House of Correction. It has since expanded to include both juveniles and adults returning from the state and federal systems as well. The program is young and still in formation, but early results have been promising.

District-bbased Initiatives - Partnerships in each of the city's 11 police districts include representatives from local police, parole, probation, the District Attorney's office and the Department of Youth Services. They intentionally mirror, and are intended to actively support the successful citywide partnerships which At each meeting, the working group looks at the they were modeled on during recent years. following categories from the previous two-week period: Law Enforcement-CCommunity Crime Reduction Strategy - The • firearm arrests Department is leading the development of a new intensively focused • reported firearm incidents intervention and prevention strategy with high-risk individuals and • "shots fired" calls for service, looking families in several crime-impacted neighborhoods. This goal is being for any new trends or patterns achieved via close working relationships with: The Boston • intelligence data Foundation, Mayor Menino's Boston Centers for Youth and Families, • ongoing investigations • possible evidence matches from the the Commonwealth's Executive Office of Health and Human Services, ballistics comparison database and numerous other community, faith-based, and criminal justice • suspect activity partners. • offenders expecting imminent release from incarceration Research and experience indicate that a close relationship exists between crime problems and health and human service problems. A significant outcome of the intensified focus on As a result, these problems are often found clustered together these cases has been a reduction in shootings and around a small number of significantly challenged families and open cases during 2002. The Department individuals. These groups may be involved with multiple city or state recorded 27 percent fewer open cases in calendar agencies at any given time. This initiative seeks to strengthen the year 2002 versus 2001, with a decrease from 170 links among these various service providers in order to give affected to 128. Shootings were also down by 20 percent, families and individuals a greater chance to break the cycles of dropping from 222 to 179. violence they find themselves in. By maximizing their opportunities for community support, self-betterment, and the creation of positive Boston Re-eentry Initiative - This initiative seeks to life-choices, other destructive habits, behaviors, and counter- deter repeat offenders by supervising high-risk productive choices can either be eliminated, or at least significantly criminals as they return to the community from diminished.

47 SPECIAL EVENTS

Although the Special Events Unit does much of its work "behind the kept apart from each other to the extent possible, scenes", its function within the Bureau of Field Services is important. while still allowing their competing views to be Each year the Unit devises detailed operational plans for dozens of heard. Sometimes this necessitates the rapid major events and hundreds of smaller ones. Some of the major deployment of additional specialized personnel and events--like the annual St. Patrick's Day Parade, or the Caribbean equipment. If necessary, march routes can be Carnival--attract hundreds of thousands of people, and require shifted, or physical barriers can be employed to months of planning with district personnel, neighboring jurisdictions, protect the participants, police, and the general the MBTA, and many others. public.

In recent years, and particularly since September 11, 2001, Special Special Events Unit personnel work closely with a Events' personnel have also been called upon to plan how the large number of internal and external groups to Department will deal with the growing number of political create workable plans that keep everyone safe. demonstrations and protest groups. Often a protest organized by They host weekly meetings to review upcoming one group will spur a counter-protest by another. Or an unplanned events throughout the City, and then plan for any demonstration could impede pedestrian or motor vehicle traffic on special measures that may be required in the City's streets, or create difficulties for emergency-response cooperation with any of the City, state, and personnel. So a delicate balancing act is often necessary to ensure regional agencies who participate. Community that 1st Amendment rights are guaranteed to all, while also outreach also plays an important role, particularly preserving the legitimate public safety expectations of the larger for groups who may not know what types of community. permitting or advance preparation will be necessary for their event or gathering. Though Such complex situations sometimes act as potential catalysts for civil labor-intensive, this collaborative approach disobedience, retributional violence, and property crimes, so the continues to win praise, keep the peace, and importance of prevention through proper prior planning can not be enable groups of all types to have their messages overstated. In such instances, Special Events tries to work with the heard in a safe environment. participants well beforehand to make sure that opposing groups are

48 In the fall of 2002, the Democratic National Some of the positive examples noted were: the Committee selected the City of Boston to host its Super Bowl victory celebration, the 2000 Presidential Debate; the 2004 convention. "You can feel the energy in the 1992 and 2001 Sail Boston Regattas; the Major League Baseball All- city," noted DNC National Chairman Terry Star Game, and a much-publicized national Biotech Conference which McAuliffe. "There's no city the Democratic Party attracted thousands of participants and demonstrators. In each of would rather be in than Boston." The DNC's these cases, the Department successfully demonstrated how its selection of Boston is quite an honor, since it has extensive planning, community relations, intelligence, and crowd never before hosted a national political convention control capabilities all combined to greatly minimize the need for until now. confrontation, violence, and mass-arrests. This expertise has also been routinely put to use for popular annual events like Boston's One of the major strengths of Boston's successful First Night celebration, the Boston Marathon, and large parades and DNC bid was its comprehensive public safety ethnic festivals which draw hundreds of thousands of attendees from component. This detailed content was particularly all over the East Coast. The Department further pointed out that its important, since dealing with potential personnel regularly coordinate detailed security measures demonstrations and terrorist threats is now a key for high-profile international dignitaries, as well as frequent challenge at such gatherings. The Department Presidential and Vice Presidential visits. noted its depth of experience in handling similar high-profile national events in the past, by making peaceful and professional use of its existing capabilities.

DEMOCRATIC NATIONAL CONVENTION

Boston's public safety agencies have received numerous accolades from federal and state agencies, convention groups, and others for their professional and dedicated coordination of major events. However, while winning the convention bid should bring with it the prospect of national attention and important economic development opportunities for Boston, its selection is only the beginning of a lengthy and complicated planning process. Exhaustive preparations for the event itself, as well as the safety of attendees, demonstrators, and the City's own residents are already well underway. Additional preparations will continue throughout 2003. In all of these endeavors the Department's goal will be to make sure that by 2004 we are prepared to support, as Mayor Menino has proclaimed, the "best convention in DNC history."

49 To address these concerns, the Harbor Unit has already increased the level of services it provides. These include additional highly visible patrols, as well as unannounced spot location checks, and underwater explosives security sweeps. They also Boston Harbor has always played a key role in the City's include regular security details for Liquefied development, which now includes four centuries of seafaring history, Natural Gas tankers moving through Boston innovation, and commerce. Policing this important gateway to Harbor, as well as providing escorts for some Boston and the entire New England region falls squarely onto the 250,000 passengers on the 70 cruise ships which shoulders of the BPD's Harbor Patrol Unit, whose commander acts passed through and berthed in the harbor. as Boston's official Harbormaster. As part of its planning efforts to make Boston's Relying primarily on four vessels ranging in size from 22-83 feet in harbor security a national model, the Harbor length, the Harbor Patrol Unit is responsible for ensuring the safety Patrol Unit is also working with the Department of of 44 square miles of scenic, but busy coastal waterways. Working Transportation to outfit the unit with 3 new in close cooperation with numerous state, local, and federal agencies vessels via its Port Security Grant Program. Two including the U.S. Coast Guard, the Harbor Unit's personnel enforce NightCat Interceptor boats will now provide BPD maritime codes and environmental regulations, supervise 2,000 personnel an enhanced high-speed pursuit and moorings, and also provide emergency search, rescue, and recovery services as needed.

HARBOR PATROL RESPONSIBILITIES GROW

Since September 11, 2001, the Harbor Patrol Unit's responsibilities have changed and grown considerably. The Unit's personnel intercept capability that will be useful in defending continue to act as the primary law enforcers and emergency first- against potential terrorist acts, in rescue efforts, responders in drownings, groundings, and other maritime and harbor and in drug interdiction patrols. island incidents requiring their attention. An additional 57-foot vessel will house a floating At the same time, serious domestic preparedness concerns have command post for water-borne critical incident now become an important round-the-clock responsibility as well, management. In addition to an ambulance-like since the United States Departments of Transportation and medical suite, this vessel will also aid in Homeland Security have rated Boston harbor as a potential underwater hazard detection, environmental high-threat area. This is due in part to its high volume of protection, and emergency rescue efforts. Its commercial shipping, use as a fuel energy depot, and popularity advanced electronics will also facilitate as a tourist destination. inter-agency satellite communications and precision navigation capabilities. Federal funds are expected to cover the entire cost of the 3 ships' combined $3 million price tag, and delivery is expected to take place in late spring and early fall of 2003. 50 YOUTH SUMMER SAILING PROGRAM

District A-7 personnel coordinated a new Boston and cooperation, and gives kids and a useful opportunity to Police Activities League (PAL) Sailing Program at meet and get to know each other in a pleasant, waterfront East Boston's Piers Park Sailing Center. The idea recreational setting. "It's really about survival skills; surviving on the for the program came about as the result of a water, surviving in the city," noted PAL President Gerald Ridge. meeting among Department personnel, the leadership of PAL, and representatives from the Approximately 100 young people, ages 11-14 from East Boston, Hyde Sailing Center. Together they formulated a plan Park, Roxbury, Mattapan, downtown, and Brighton participated in the that builds on the success of the Department's program's inaugural year. For many, it was the first sailing popular Junior Police Academy program, via experience of their lives. Partners such as the East Boston YMCA, $39,000 in grant funding from PAL. and Jamaica Plain's Italian Home for Children also worked closely with District A-7's Community Service Office to make the program a The program combines sailing lessons with success, so much so that it has already been funded for the summer additional instruction in topics like first aid, gang of 2003. violence prevention, and the dangers of drug use. It also helps to promote values like self-respect

51 BPD WORKING PROACTIVELY TO ADDRESS PROFILING ISSUES

Much of the work done by Department personnel has centered on efforts to identify best practices and then to create the appropriate policies and practices necessary to strengthen them. This can Over the course of the past several years racial profiling has become be seen in the revision of the Department's Field a controversial and increasingly important nationwide issue. At the Interrogation and Observation procedures. A same time, the Boston Police Department has been at the forefront newly revised Department rule mandates how this of the law enforcement agencies working to successfully address activity will be conducted, while a new form and community and employee concerns surrounding this complex issue at database allow for standardized and streamlined the state, local, and federal levels. data collection. While the Department is responsive to the community in collecting data, the In the area of policy development, BPD has been one of the leaders Department also seeks to do so in a way that of a coalition of more than two-dozen public safety agencies supports rather than hinders officers' community throughout the Commonwealth. This group has advised the policing efforts. Over the course of time, this data legislature, the Executive Office of Public Safety, the Massachusetts will further assist the Department in gauging the Attorney General's Office, and two successive Governors on law success of its existing policies and practices, and enforcement issues related to racial profiling. Together they worked then fine-tuning them as necessary. on the implementation of new legislation, which went into effect in early 2001. Through it, Massachusetts enacted a new statewide A great deal of emphasis has also been placed on policy addressing police practices in motor vehicle stops, and community outreach and cooperation. The specifically mandating the collection of standardized data for future Department works closely with each of the various analysis. Additionally, the Department has advocated for and worked groups already mentioned above as well as many on improving how analysis is completed once data is collected. others. Their joint goal is to keep lines of communication open so that they can develop a At the federal level, the Department has also facilitated an ongoing mutual understanding of the issues involved which dialogue between the Department of Justice and police departments purposely takes into consideration the diverse across the country. These activities have included the creation of a viewpoints of the community as a whole. As a statewide Police Executive Development Roundtable (PEDR) group, result, the Department maintains strong designed to examine and address issues involving police integrity. collaborative partnerships with a diverse set of Through this group, and others such as the Regional Community stakeholders throughout the community. Policing Institute of New England, and the International Association of Chiefs of Police, the Department has advocated for improved nationwide efforts to train, supervise, evaluate, and where necessary to discipline law enforcement personnel who engage in unlawful racial profiling practices. This advocacy has taken the form of curriculum development for chiefs and senior policy makers on issues impacting police integrity, including racial profiling issues and dilemmas.

52 The Boston Police Department continues to place a To forge these kinds of ties, Department personnel identified areas special emphasis on useful crime prevention and where they found needs for additional attention, support, or intervention activities, along with its more services. One significant unmet need identified in East Boston was traditional investigative and enforcement roles. for English classes for the local Latino population. This need was Doing this requires a willingness to challenge particularly acute, since approximately 2,000 people were already on assumptions. It also requires an ability to look at waiting lists for such English as a Second Language instruction. the Department's larger role within the community it serves in new and creative ways. To address this need, District A-7 personnel submitted a detailed proposal to the East Boston Foundation. The Foundation awarded an For example, during 2002 BPD personnel actively initial grant to fund English as a Second Language instruction for 35 sought new ways to work with Boston's diverse local adult Latino residents, using a Spanish-speaking language ethnic communities. In particular they looked to instructor assigned to District A-7. The program was a success. engage those who, as recent immigrants, were Media outlets including the Boston Sunday Globe touted the positive not yet entirely familiar with the laws and other aspects of police officials teaching Latino residents the English criminal justice practices of the Commonwealth. language. On July 18th, Mayor Thomas M. Menino was on hand to In doing so, they had two goals. First, they used present graduation certificates to each of the initial 35 graduates. these contacts to prevent many crimes before they He lauded the program for its efforts to promote the safety and could happen. Second, BPD officers wished to vitality of the Latino community in East Boston through this unique cultivate strong, long-term ties to these new and example of police-community partnership and cooperation. growing segments of our community. These kinds of relationships promote productive two-way communication, and also help link new immigrant populations to the kinds of public safety, healthcare, and other basic services that their families may need, but may not know how to access.

ENGLISH AS A SECOND LANGUAGE CLASSES PROMOTE COMMUNITY POLICING

53 The Bureau of Investigative Services achieved a number of Crime Laboratory Unit generated 422 DNA profiles significant accomplishments during 2002. Among the most important from biological evidence for input into the CODIS of these accomplishments was the Crime Laboratory Unit's national database. This resulted in the Lab identifying 74 accreditation by the American Society of Crime Laboratory Directors- case-to-case "hits" and evidence linking 29 Laboratory Accreditation Board (ASCLD-LAB). The Unit completed a convicted offender profiles which were already comprehensive four-day accreditation inspection performed by three contained in the database. ASCLD-LAB inspectors from forensic laboratories in Virginia, Utah, and South Carolina. This type of accreditation is granted only after Using this powerful tool, the Crime Laboratory Unit an extremely thorough evaluation of a laboratory's management also began a Sexual Assault Cold Case Project in practices, personnel qualifications, technical procedures, quality the summer of 2002 in partnership with the Sexual assurance program, and facilities. ASCLD-LAB notified the Crime Assault Unit. The project's objective is to generate Laboratory that each of these factors had not only been met, but also DNA profiles from cases identified as "no-suspect exceeded their high standards for accreditation. blitz rapes." The profiles generated are entered into the CODIS database to provide investigators with potential suspects or new leads via

CRIME LABORATORY RECEIVES ACCREDITATION

This achievement is a further validation of the Crime Lab's ability to consistently deliver world-class professional forensic services to the Boston Police Department and the citizens of Boston. Its receipt comes as the result of years of careful preparation, hard work, and case-to-case linkages. The scope of this project dedication by the Crime Lab's entire staff. The accreditation is also a included approximately 500 cases from 1984 to direct reflection of the remarkable teamwork and diligence that the 1993. Cases from 1994 to 1999 had already been laboratory staff exhibits on a daily basis to identify and aid in the processed during a previous CODIS project. prosecution of violent criminals. Casework received since 1999 had already been processed as part of the Lab's day-to-day routine. One tool the Crime Lab uses to do this is the Combined DNA Index Once the Sexual Assault Unit had identified the System, or CODIS. It is a computer database that contains DNA cases with potential biological evidence, they profiles from unsolved crimes, as well as DNA profiles from a worked with the Crime Lab to review them. number of convicted offenders. The database links information Together they identified 200 cases for subsequent between the Boston Police, the Massachusetts State Police, and analysis and DNA profiling. By the end of 2002, investigative agencies throughout the United States. The Crime these had already generated 36 new DNA profiles, Laboratory Unit added this new investigative tool to its battery of resulting in three convicted offender "hits" and existing forensic services in the fall of 2000. By the end of 2002, the eight new case-to-case linkages.

54 PROSECUTING DOMESTIC VIOLENCE OFFENDERS

In September of 2000, the U.S. Department of • Computer connectivity with Dorchester District Court - Justice provided $5 million in funding to begin the Allows real-time judicial access to up-to-date information Judicial Oversight Demonstration Initiative. This on the violation of restraining orders, outstanding innovative domestic violence prevention / warrants on high-risk repeat offenders, and other prosecution project has proven to be a significant relevant databases. catalyst for other subsequent improvements as well. Organized by the Department's Domestic • Government Partnerships - The Domestic Violence Unit Violence Unit and its many community and law commander was named by Attorney General John Ashcroft enforcement partners, these additional positive to the National Advisory Committee on Violence Against changes now include: Women, has also served as an advisor on Gov. Romney's Public Safety Committee, and works closely with the • The Repeat Call Analysis Program - Commonwealth's Executive Office of Public Safety. Allows the staff to maintain and distribute regular reports from a • Sex Offender Registration Information Unit - Now timesaving, domestic violence offender assisted by Domestic Violence Unit detectives in tracking database. offenders who fail to register.

• Domestic Violence Advocates - Now in • Domestic Violence Unit-hosted training - Led by experts place at each of the Department's 11 from Washington, D.C. and the Urban Institute, including district stations. remarks from Diane Stuart of the U.S. Department of Justice, Office on Violence Against Women. • High-Risk Repeat Domestic Violence Offenders - Now targeted by a regular working group of criminal justice partners, using additional federal grant funding to implement the Department's successful No Next Time strategy.

55 BPD 2002 AWARD RECIPIENTS

THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF POLICE OFFICER LOUIS H. METAXAS THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Police Officer Jeffrey T. Bird District B-2

THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF THE SCHROEDER BROTHERS MEMORIAL MEDAL POLICE OFFICER THOMAS F. ROSE THE DEPARTMENT MEDAL OF HONOR THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Sergeant Courtney C. Matthews Academy Police Officer Zenaida Flores District A-1 Police Officer Carlton A. Williamson District A-1 THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF SERGEANT RICHARD F. HALLORAN THE WALTER SCOTT MEDAL THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD THE DEPARTMENT MEDAL OF HONOR Sergeant Detective Robert M. Merner District B-2 THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Sergeant Detective Daniel M. Keeler B.I.S.-Homicide Division THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF POLICE OFFICER JEREMIAH J. HURLEY, JR. THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD DETECTIVE ROY J. SERGEI Police Officer John J. Bresnahan District C-6 THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Police Officer Paul F. Brooks District D-4 THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF Police Officer Eric A. Francis District D-4 POLICE OFFICER BERISFORD WAYNE ANDERSON Police Officer Ted R. Rivera District D-4 THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Police Officer Scott R. Roby District C-11 THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF DETECTIVE THOMAS J. GILL THE MAYOR'S MEDAL OF EXCELLENCE THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Police Officer John C. Dailey District C-6 Police Officer Susan A. Lucero District C-11

THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF THE WILLIAM J. TAYLOR MERITORIOUS SERVICE AWARD DETECTIVE SHERMAN C. GRIFFITHS THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Police Officer Michael P. Linskey District B-2 Police Officer Stephen Rioux District B-3

THE DEPARTMENT MEDAL OF HONOR IN MEMORY OF DETECTIVE JOHN J. MULLIGAN THE BOSTON POLICE RELIEF ASSOCIATION MEMORIAL AWARD Police Officer Gregory D. Dankers District B-3

56 COMMISSIONER'S UNIT CITATION This Unit Citation is awarded to the following officers who are assigned to District C-11, the Sexual Assault Unit and the Youth Violence Strike Force. Superintendent Robert P. Dunford COMMISSIONER'S SPECIAL CITATION Lieutenant Detective Joseph J. Zinck Police Officer James R. Tarantino District B-3 Lieutenant Detective Gary S. French Police Officer Michael R. Want District B-3 Sergeant Detective John J. Donovan Sergeant Detective Daniel J. Downey COMMISSIONER'S SPECIAL CITATION Sergeant Detective Elton M. Grice Police Officer Michael LoPriore District A-7 Detective Thomas E. Lembo Police Officer Lance R. Norwood District A-7 Detective Lisa R. Holmes Police Officer Martin O. Velez District A-7 Detective Todd M. Hartgrove Detective Kevin W. Sweeney Detective Joseph P. Lally Detective Brian J. McEachern Detective Robert J. Twitchell Detective Paul G. Schroeder Detective John Jay Greene Detective James P. Nolan Detective Richard F. Atwood Detective William L. Kee Police Officer Martin M. O'Malley Police Officer William M. Bulger Police Officer Michael P. Keaney Police Officer Brendan A. McCarthy Police Officer Dennis Rorie Police Officer Tahisha L. Skeen Police Officer Gregory P. Long Police Officer Edward P. Meade Police Officer Paul J. Passanisi

57 On Wednesday, October 2, 2002, the following members of the Boston Police Department were honored for their performance of outstanding acts of bravery and courage at the Annual Massachusetts State Trooper George L. Hanna Memorial Awards for Bravery Ceremony held at the State House:

STATE TROOPER GEORGE L. HANNA MEDAL OF VALOR Sergeant Detective William J. Robertson Drug Control Unit - District B-3

Police Officer William I. Griffiths District A-1

Police Officer Michael C. Hanson District B-2

Police Officer Edward P. Meade Youth Violence Strike Force

STATE TROOPER GEORGE L. HANNA AWARDS FOR MERIT Lieutenant Robert W. Ciccolo, Jr. District B-2

Police Officer Edward J. Garvey Drug Control Unit - District B-3

Police Officer Scott M. Mackie Drug Control Unit - District B-3

Police Officer Edmund J. Rautenberg District A-1

These actions for which the above officers were cited reflect favorably not only on themselves, but on the Department and City which they so ably serve. On behalf of the Department, I extend my congratulations for their pride and commitment and dedication to duty.

Paul F. Evans Police Commissioner

58 BPD RETIREES 2002

Deputy Superintendent Edward R. Eagar Jr. Captain Detective Melbert J. Ahearn Lieutenant Detecive Patricia Eagar Lieutenant Eric Hahn Sergeant David M. Allen Sergeant Detective Thomas Creavin Sergeant Diane M. Culhane Officer Thomas J. Adams Sergeant Detective William H. Dacey Sergeant Detective Harry Deltufo Sergeant Thomas E. Flanagan Officer David K. Crawford Sergeant Detective William Kelley.Jr. Officer Brian J. Cunningham Sergeant David Kennedy Detective George F. Degregorio Sergeant Thomas R. Matheson Officer David Dickerson Sergeant Detective Thomas H. Miller Officer Ronald L. Dinocco Sergeant Detective Stephen A. Murphy Officer Daniel E. Donahue Jr Sergeant Dennis J. Ross Officer Richard J. Goode Sergeant Ronald S. Smith Officer James Happnie Detective Robert F. Ahearn Officer Paul M. Jackson Officer Robert F. Allen Officer Bradford H. Jones Officer Gerard M. Arroyo Officer William P. Kenney Officer John F. Bilodeau Officer John V. Lehmann Detective Stephen A. Brady Officer Thomas W. Lynch Officer David M. Brodbeck Officer Richard A. MacDonald Officer Angelo G. Conti Officer Charles Manuel Officer Robert M. Marciano Officer Gerard M. McDonald Officer George F. McGrath Officer Dennis McKenna Officer Edward O'Toole Officer Patrick A. Quinn Officer Robert M. Rogers Officer Richard D. Tuden Detective Joseph F. Wells Officer Paul Wosny

59 IN MEMORIUM

Boston Police Department Active Duty Deaths for the year 2002:

Detective William W. ("Wally") Gillis, District C-6 Officer Joel V. Nickrosz, District B-2 Officer Kenneth M. Lynch, District C-6 Officer William F. O'Reilly, Jr., BAS-Central Supply Unit Sergeant Detective Richard C. Famolare, District D-4 Officer John T. Connolly, District B-3

"We are not this story's author, who fills time and eternity with His purpose. Yet His purpose is achieved in our duty, and our duty is fulfilled in service to one another." - President George W. Bush, January 20, 2001

60 BPD DIRECTORY

Executive Offices

343-4500 Office of the Police Commissioner 343-4577 Bureau of Administrative Services 343-4300 Bureau of Field Services 343-4526 Bureau of Internal Investigations 343-4497 Bureau of Investigative Services 343-4410 Bureau of Professional Development Area/District Stations

343-5646 Bureau of Special Operations 343-4240 A-11 40 New Sudbury Street 343-5043 Chief Administrative Hearings Officer Beacon Hill, Charlestown, Chinatown, Key Operational Services North End, Bay Village, Financial District

343-4661 Central Supply 343-4220 A-77 69 Paris Street 343-4379 Facilities Management East Boston 343-4665 Finance

343-4610 Fleet Management 343-4270 B-22 135 Dudley Street 343-4475 Hackney Carriage Roxbury, North Dorchester 343-4677 Human Resources

343-4545 Labor Relations 343-4700 B-33 1165 Blue Hill Avenue 343-4550 Legal Advisor Dorchester, Mattapan 343-4520 Media Relations

343-4520 Neighborhood Crime Watch 343-4730 C-66 101 West Broadway Street 343-4530 Research & Evaluation South Boston 343-5096 Resource Development & Strategic Planning

343-4620 Telecommunications 343-4330 C-111 40 Gibson Street Key Investigative Services Dorchester 343-4465 Ballistics 343-4527 Community Disorders 343-4250 D-44 650 Harrison Avenue 343-4690 Crime Lab Back Bay, South End, Fenway, Lower Roxbury 343-4350 Domestic Violence 343-5625 Drug Control 343-4260 D-114 301 Washington Street 343-4470 Homicide Allston, Brighton 343-5200 Major Investigations 343-4400 Sexual Assault 343-4560 E-55 1708 Centre Street 343-4328 Intelligence Unit Roslindale, West Roxbury 343-4444 Youth Violence Strike Force 343-5630 E-113 3347 Washington Street Jamaica Plain

343-5600 E-118 1249 Hyde Park Avenue Hyde Park, Mattapan, Readville

343-4600 Area G Operations Division 61 62